Whose fault is it?

customer-serviceCase: Grifco worked on a project with a client who needed to improve front line employee performance.
 
Problem: The company had outdated rigid processes that did not support the operational needs of the front line employees. Customers were continually dissatisfied with the service. Management blamed the front line and the front line blamed the management
 

Process: Grifco consulted with management to determine the performance failures and what the ideal result for the client would look like Grifco interviewed front line managers and employees to assess the daily responsibilities, process, policies and procedures. Our team reviewed the front line employees in action to determine the disconnect between management demands and front line execution methods. Grifco analyzed the reports to determine performance trends and customer satisfaction.
 

 
Discussion: Management has been disconnected from the front line employees. The front line employees have to maintain positive attitude with external customers. External customers have issued many complaints that have been unresolved and ignored by the executive management team. Performance declines, poor customer satisfaction, and increased attrition was rampant. Management simply wanted front line employees to respond nicely and professionally to external customers without resolving customer problems. Ultimately, the loss of quality front line employees led to the management hiring Grifco to develop a strategy to connect the departments, facilitate stakeholder meetings and provide reports.
 
Results: Management has agreed to designate a budget for the updating of Standard Operating Procedures to reflect the new demands of their internal customersManagement, Front line managers and front line employees were happy with the transition to update SOPs. Employees have a better attitude and are providing better quality service to the external customers.
 

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